Talkin’ ’bout my intergenerational business IV

Independent Contributor
Intergenerational Business 4
Intergenerational Business 1 introduced the importance of communication between generations in Business.
Intergenerational Business 2 looked at Baby Boomers and Gen X in the workforce.
Intergenerational Business 3 then discussed Millennials and Gen Z.
Now we look at strategies or learnings to manage or avoid inter-generational conflict in business.
Resolving Intergenerational Conflicts in the Workplace
Conflicts between co-workers are not uncommon, especially when the co-workers in question come from vastly different generations. Each generation has its own brand of work ethic and schools of thought. With these differences, as well as the wide age gaps, it would be ridiculous to assume that everyone will always get along with nary a disagreement.
Whilst conflicts are sometimes unavoidable, they can be amicably resolved with the right attitude and the right approach. It is the management’s job to make sure that conflicts are avoided or resolved because otherwise, they can lead to tension in the workplace, diminished work performance and reduced revenue. There are even cases in the past where intergenerational conflicts have led to the closure of some companies, and in the case of farming, properties sold and good operators lost to the industry.
Creating a Safe Environment for All Generations
Most of the intergenerational conflicts that occur at work stem from a simple desire to be heard. For example, a newly hired employee who is a fresh graduate might have a few brilliant ideas for one of the on-going campaigns of the company. But then, the supervisory team is made up mostly of the senior officers who don’t take the new guy seriously because he is young and inexperienced.
In another case, some young employees might be having a heated work-related discussion that is going around in circles. One of the few senior staff wants to give advice but the young people are giving hints that they don’t want to hear his old-fashioned opinions.
In these situations, the intergenerational conflicts take precedence when the different groups may actually benefit tremendously from each other.
On a farm it’s as simple as asking for others opinion on improving systems, the improved engagement from being involved in decision making processes a key factor in anyone’s personal development. WhatsApp or messenger groups for work are fantastic, being able to share photos and videos a logical addition to any system, but always back instructions up with conversations and meetings…..like boomers did!
Ways to Resolve Intergenerational Differences
There is no way to eliminate the differences because these distinct qualities and attitudes are ingrained in us as individuals. But there are many ways to effectively resolve the conflicts and potentially even prevent them from happening in the first place.
Acknowledge the Differences
Forcing someone to change their ways in order to match yours is out of the question, and utterly unprofessional. All that needs to be done is for the parties to acknowledge the differences that exist between their generations. Only then can they talk about these differences and find a way to work around them.
Generations can actually learn much from one another. We have all gone through different life experiences and have learned different lessons from these experiences. By appreciating these lessons and taking what you can to apply in your own approach to work, there will be a much more positive environment in the workplace.
Improve Communication
Intergenerational differences often lead to miscommunication, usually because the different age groups prefer different methods of communication. Baby boomers prefer talking face to face while millennials choose digital means. Whilst the boomers might still be waiting for a memo, the message might have already been sitting in their inbox for hours.
In a farming operation, dairy in particular, the use of modern technology and apps for all manor of tasks often leads to under communication, usually where texts or messages don’t supply the information a ‘face to face’ conversation or phone call can.
A classic example is a young manager texting his 2IC after days off with brief instructions on where cows are going, but omitting animal health treatments or effluent management adjustments made while they were away. Twenty years ago this was a conversation which included a bit of small talk on family or off farm activities as well, a casual type ‘check in’ that comes naturally to older generations.
Almost every problem in business can be traced back to an honest conversation that was not held early enough or in sufficient detail. At the heart of family succession planning is including offspring early in business decision making, from budgeting to business expansion to requesting a long-term employee takes a drug test after too many sleep ins, which may just be masking depression or family issues.
As blunt as boomers can seem at times, they often have superior communication skills to younger staff who actually use text for half their daily communications.
Use the Strengths of Each Generation
One of the perks of having so many differences between the generations is that each one will actually have a strong area that the others lack. The millennials and Gen Zers will likely be the most technically fluent employees, while the boomers will have the advantage of experience and wisdom. By identifying the strengths of each generation and utilizing them for work, everyone will feel appreciated and recognized, and a better working environment ultimately achieved.
A good culture in any business relies on regular honest conversation, for this to be possible you need to know your colleagues and take an interest in their lives. This builds the trust that builds a safe environment, ensuring good communication thus avoiding unnecessary conflict.
What we often forget in life and business it is actually normal for s#*t to go wrong, it’s how we deal with it which turns it into a positive or negative.
Next Intergenerational Business 5 takes a ‘left field’ look at real leadership.
Intergenerational Business 6 pulls 1-5 together to discuss real strategies for Intergenerational Sustainable Farm Business Transition.